If you’re looking to solve problems more effectively, the key might not be finding the right solution but asking the right question. Reframing how we see problems can unlock radically better solutions and foster innovation, as emphasized by Thomas Wedell-Wedellsborg, a globally recognized expert and author on problem-solving and innovation.
Framing vs. Analysis: Understanding the Difference
Wedell-Wedellsborg has discovered that even experienced problem solvers can confuse an important point: everyone needs to differentiate between framing and analysis.
“The mistake of jumping very quickly to the solution is common,” Wedell-Wedellsborg says, “and you might be doing a careful analysis of the wrong problem.”
He shared an example: tenants in an office building complained about the elevator speed. Instead of focusing on making the elevator faster, a simple mirror next to the elevator solved the problem by making the wait seem shorter. It highlights that a nuanced understanding of a problem can lead to more effective solutions.
The importance of framing cannot be overstated. Wedell-Wedellsborg suggests there is a misconception that deep thinking and careful problem analysis require a lot of time.
“It’s super dangerous to think framing has to take a lot of time,” he warns. His research suggests that mastering rapid reframing can integrate it into everyday problem-solving, making it a powerful tool that can be used frequently and effectively.
Overcoming Biases with Collaborative Problem-Solving
Wedell-Wedellsborg emphasizes a critical bias, which he calls the ‘law of the hammer.’ It’s where people tend to frame problems to match their preferred solutions. Ultimately, it’s about using the tools you are comfortable with.
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“We all have our own hammers because we’ve experienced them working well for many problems,” he said. The danger lies in stubbornly using the same approach even when it’s ineffective and not being collaborative. After all, Abraham Maslow wrote in 1966, “If the only tool you have is a hammer, it is tempting to treat everything as if it were a nail.”
“Biases are very hard to overcome even if you are aware of them,” Wedell-Wedellsborg notes. “Involving other people in the problem-definition stage, not just in finding the solution, can help.”
This collective approach transforms problem-solving into a team effort. For example, in a technology company, engineers might approach a software bug with their technical expertise. However, involving customer service representatives who interact with users daily can provide new perspectives that lead to more effective solutions.
Psychological Safety and Resistance to Reframing
Wedell-Wedellsborg has identified a significant obstacle to effective problem-solving: resistance, often stemming from a lack of psychological safety.
“The role of psychological safety cannot be ignored,” he asserts. Creating an environment where team members feel comfortable challenging ideas is vital.
“If you can’t get full psychological safety with your entire team, at least ensure that one colleague can oppose you behind the scenes.” This small step can significantly impact the team’s ability to engage in honest and constructive problem discussions.
Furthermore, stealth tactics can be effective when facing resistance from more senior team members.
Wedell-Wedellsborg shared a story from his excellent book, “What’s Your Problem?” about a consultant who faced resistance from a client team. The consultant gathered evidence that the client’s diagnosis was incorrect by conducting anonymous interviews, eventually convincing the team without direct confrontation. This approach emphasizes the importance of creating safe spaces for honest feedback and validation.
Reframing Goals: Flexibility and Adaptability
Wedell-Wedellsborg shared the story of creativity scholar Robert Sternberg, who once told the story of an executive who loved his job but hated his boss.
The executive’s contempt for his boss was so strong that he contacted a headhunter who said that finding a similar job elsewhere would be easy. The same evening, the executive spoke to his wife, who happened to be an expert on reframing. This led to a better approach.
In Sternberg’s words: “He returned to the headhunter and gave the headhunter his boss’s name. The headhunter found a new job for the executive’s boss, which the boss—having no idea of what was going on—accepted. The executive then got his boss’s job.”
It seems some of us in leadership roles could all do with a little bit of reframing.
“You need to understand what a good outcome looks like and be willing to rethink that outcome,” Wedell-Wedellsborg emphasized.
Flexibility in problem-solving is crucial, and it involves moving from fixed theories to working hypotheses. “You shouldn’t just have a single hypothesis; you should develop multiple explanations for what you’re seeing,” he advised. This approach, backed by research, increases the chances of getting it right and allows for adaptability and innovation.
Evidence and Experience: The Role of Past Events
Wedell-Wedellsborg also stresses the importance of analyzing past events and systemic factors when reframing problems. He shared an example of a couple who solved 80% of their conflicts by recognizing that discussions after 10:00 PM led to fights.
By implementing a rule to address contentious topics in the morning, they dramatically improved their relationship. “Past experiences can provide valuable insights into current problems,” he noted. (Contributor’s comment: I’ve tried it and it works!)
To Reframe Is To Transform
Reframing is a powerful tool for leaders seeking innovative solutions to complex problems. By understanding the distinction between framing and analysis, overcoming biases through collaboration, ensuring psychological safety, and maintaining flexibility in goals, you can unlock new pathways to success.
Watch the full interview with Thomas Wedell-Wedellsborg and Dan Pontefract on the Leadership NOW program below, or listen to it on your favorite podcast.
